Study CEDE-ESSEC Women and Power- English synthesis

by Viviane de Beaufort
Interviews undertaken
in partnership with
Boyden Global
Executive Search and
in collaboration with
Women In Leadership
(WIL),The Alumni
«Women Be European
Board Ready», Epso
Coaching,Dunya
Bouhacene, Maryse
Dubouloy, Camille
Ferté, Lucy Summers
DOCUMENT 1/2 EXTRACTS
FROM THE STUDY
September 2012
WOMEN AND THEIR RELATIONSHIP
TO POWER:
STILL A TABOO OR A NEW CORPORATE
GOVERNANCE MODEL?
©LisaDelbarreBartolucci/LDBMEDIAS

02
03
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SUMMARY
Context of the study
About
The author : Viviane de Beaufort
The Collaborators
>Boyden Global Executive Search
>ESSEC Group
>European Women In Leadership (WIL)
>Epso Coaching (Carmen Peter)
>Alumni « Women Be European Board
Ready » & Le Cercle Gouvernance et
Equilibre
> Dunya Bouhacene, Maryse Dubouloy,
Camille Ferté, Lucy Summers
Summary, objectives and
methodology behind the study
list of Interviews
Interview Template
Extracts from the study

WOMEN AND THEIR RELATIONSHIP TO POWER : STILL A TABOO OR A NEW CORPORATE GOVERNANCE MODEL?
T
he « feminisation » of Boards should
be a vehicle for change and provide
businesses and organizations with more
diversity (of gender), and therefore
greater efficiency. Promoting women to
positions of power in this way is only desirable
if women can bring their added value in terms
of skills and «feminine» values. In this regard,
«the discourse that depicts gender equality
as a natural evolution is at odds with the
reality that for women and men ... achieving
a greater acceptance of equality involves
a change in mind-set ... a fight against the
fierce persistence of stereotypes with respect
to gender”, says Françoise Holder . Among the
persistent stereotypes, women’s relationship to
power is a key starting point.
The purpose of this study, through conducting
qualitative analysis, is to attempt to prove or
disprove a number of assumptions made in too
few studies on the subject and perhaps to fight
some of the ideas developed (stereotypes).
The analysis was conducted in France, but
also throughout the world, in order to be
able to capture a potential cultural bias. It is
necessary to make some assumptions about
the construction of a mixed model to integrate
the feminine quotient in the enterprise and
organizations (Agnes Arcier) in the future.
CONTEXT OF THE STUDY 1
Président of the « Women Equity Committee » of the MEDEF, F. Holder
introduces the study of stéréotypes led by IMS in mai 2012.
2 WOMEN AND THEIR RELATIONSHIP TO POWER : STILL A TABOO OR A NEW CORPORATE GOVERNANCE MODEL?
The results of the study
will be first unveiled
at the Women’s Forum
in October 2012, in
collaboration with
Lenovo. Subsequently,
several events and
debates are planned
in both circles of
governance (IFA,
November 29 2012,
MEDEF Parity
Commission) as well
as among Women’s
Networks (WIL in
Brussels in Autumn,
Financi’Elles, Cercle
Inter Elles, etc). The
whole study including
some more elements
on functioning on
boards will be published
in near future .

ABOUT... 2
The Author
Viviane de Beaufort is a Professor at the leading European Business School
ESSEC, where she is also the Director of the law faculty and Co-Director
of the European Center Law and Economics. She holds a Doctorate in
European Community Law from the University of Paris I - La Sorbonne,
a Master in Political Science from the University of Paris X, as well as an
Advanced Diploma from the Centre for European Economics Studies.
Viviane de Beaufort is the author of several publications and conferences
on Corporate Law, where her main research interests lie in the fields of Corporate
Governance and Institutional Issues. She is also actively involved in European Public
Affairs, being an integral member of several Think-Tanks, as well as an experienced
and respected lobbyist, notably specialising in the areas of Competition law and
Corporate Governance Issues. As the creator and Academic director of Women-
ESSEC programmes (including «Women, Be European Board Ready»), created with the
support of the Women’s Forum, she is committed to the progression of Women, Gender
and diversity Issues. Considered an expert in the fields of Corporate Governance and
Gender Issues, she is continuously engaged in academic research on these issues.
E-mail : Beaufort@essec.fr
Twitter : @vdbeaufort
Linked-in : http://www.linkedin.com/pub/viviane-de-beaufort/8/720/aa
Facebook : http://www.facebook.com/viviane.debeaufort
Blog : https://sites.google.com/a/essec.edu/viviane-de-beaufort/
The Collaborators
BOYDEN is an execu-
tive search firm with
one of the most ex-
tensive networks in the
world, present in over
40 countries with more
than 70 offices orga-
nised in specialized
industry practices; its
consultants possess an
excellent knowledge of
the world of internatio-
nal managers.
BOYDEN is driven by
an entrepreneurial and
civic spirit and would
like to contribute to the
evolution of ethical ma-
nagement in business
and in society. Thus it
is natural that BOYDEN
would want to asso-
ciate itself with the re-
flection on the role of
women in business, a
key issue in the years
to come, and colla-
borate with the study
...
3
«Women and Power»,
led by Viviane de BEAU-
FORT, a professor at the
ESSEC business school
who leads the ESSEC
programme «ESSEC
Women be European
Board Ready», by pla-
cing its international
experts at the disposal
of the study in order to
provide an internatio-
nal approach.
BOYDEN,
ACADEMIC
PARTNER
For more information, please visit
E-mail Boyden France : boyden@boyden.fr
Boyden Corporate : www.boyden.com

... ESSEC, Ecole Supérieure
des Sciences Econo-
miques and Commer-
ciales [Higher Institute
of Economic and
Commercial Sciences],
founded in 1907, is one
of the world’s top ma-
nagement schools. With
4,400 students, a wide
range of management
training programmes,
partnerships with the
world’s greatest univer-
sities, a network of 40,000
alumni, and a Faculty
comprising 141 full-time
professors who are reco-
gnised both for the qua-
lity and influence of their
research, ESSEC conti-
nues to foster a tradition
ofacademicexcellence
and a spirit of openness
in the fields of econo-
mics, social sciences
and innovation. ESSEC
has long considered
the issues of sustainable
development, diversity
and social responsibility
of utmost importance in
Corporate Training Pro-
grammes and in acade-
mic research. The work
and training initiatives
of Professor Viviane de
Beaufort’s Executive
Courses on diversity and
gender issues, are thus
cohesive with ESSEC’s
focus on diversity.
The European Network for Women in Leadership (WIL) is a blue ribbon panel of high-level
women across Europe from various industries, European and Member States high-civil
service, members of the European Parliament, nongovernmental organizations and aca-
demia. WIL members actively leverage women’s participation in leadership, by engaging
with key decision makers and bringing forward our solutions for today’s critical issues, while
transversally touching gender-related topics.
ALUMNI OF
« WOMEN BE
EUROPEAN
BOARD
READY »
The Alumni of the Programme WOMEN BE EUROPEAN
BOARD READY (32) were asked to reflect upon the
theme of Women and their relationship to power
through group coaching sessions, which had been
integrated into the training programme, and led by
Ingrid Bianchi. They subsequently participated in a
brainstorming session on the findings of the study on
September 20, 2012 with the association The “Cercle
Gouvernance & Equilibre” - The word Governance
because it deals with the processes of power within
corporations and balance is about diversity in terms
of nationality, age and background.
EPSOCOACHING is an executive coa-
ching and training company based in
Brussels and working internationally. The
company, founded and directed by
Carmen Peter, specialises in human side
of management, the, so called, “soft
skills giving such a hard time”. The com-
pany develops and delivers training and
coaching programmes centred around
MARYSE DUBOULOY
DUNYA BOUHACENE,
CAMILLE FERTÉ,
LUCY SUMMERS
D. Bouhacene, founder
and President of Women
Equity for Growth, contri-
buted to the proof-reading
of the study.
M. Dubouloy, Professor
teaching Human-Re-
sources at ESSEC Business
School & psycho-clinician,
helped guide the deve-
lopment of the Interview
Questions and oversaw
the Interview trial stage.
C. Ferté and L. Summers,
both students at ESSEC
Business School, assisted
Professor de Beaufort as
Research Assistants.
4
ABOUT THE COLLABORATORS
For more information regarding :
ESSEC Business School : www.essec.fr
Programmes WOMEN-ESSEC : http://formation.essec.fr/formations-courtes/women
For more information, please visit :
www.wileurope.org
For more information, please visit :
www.epsocoaching.com/fr/
these «human skills», whilst at the same
time driving performance excellence.
EPSO COACHING works particularly
within the European Institutions: Com-
missioners, Directors General, Directors,
Heads of Unit ,but also managers and
administrators. EPSOCOACHING also
has training courses dedicated to pre-
paring candidates for the “Entry Exams”
into the European Institutions.
EPSO
COACHING
EUROPEAN
WOMEN IN
LEADERSHIP
(WIL)
ESSEC
BUSINESS SCHOOL
WOMEN BE
EUROPEAN
BOARD READY

SUMMARY, OBJECTIVES AND
METHODOLOGY BEHIND THE STUDY 3
5WOMEN AND THEIR RELATIONSHIP TO POWER : STILL A TABOO OR A NEW CORPORATE GOVERNANCE MODEL?
«The company is a place of social and
societal power ...» (Eugene Enriquez, Games
of power and desire in Business). The rise of
women in places of power calls on a look
at their relationship to power, as western
culture imposes a «masculine» model which
includes a certain number of behavioural
traits (2)
: not showing weaknesses or
emotions, being a winner… so many norms
which condition the relation to power in a
company (3)
, and also more generally in an
organisation, in politics, etc.
These norms generate automatic
stereotypes (4)
, concerning women and
power (for example anger is perceived
differently depending on who is expressing it:
for a woman it is ‘hysteria’ and for a man a
‘sign of authority’. These cultural norms lead
to a quest for power for power’s sake: the
power to «be», as opposed to the «feminine»
model of power meaning ‘to do’ and ‘be
able to do’. This “feminine” model does not
imply a quest to gain power and benefit
from it, but to exercise it in the common
interest, for the collective well-being, with a
developed sense of personal responsibility
towards others. As power is more or less a
taboo subject for women...we start with the
principal that a certain number of women
have been led to give up their power as
conceived in the dominant model, whilst
others have had to adopt and fit into the
dominant model in order to reach the circles
of power. Those who have attempted the
exercise are nevertheless legitimate in their
actions either by legal norms (in France the
law promotes the feminisation of Boards),
or by good management principals and
prescriptions of ‘mixing’ and actions in the
context of Corporate Social Responsibility,
etc...
The «new» candidates proceed with certain
objectives about which we are making the
following hypothesis: the desire to access
high level positions out of the belief in the
exercise of collective power, which allows
change and to transform the system.
The confrontation with reality of power can
lead to them giving it up or conforming
to the dominant model (with more or less
difficulties and suffering as this represents
a transgression from the ideal scenario,
which explains why certain female directors
sometimes gain the reputation of being
“machos”). Other female executives
manage to create a model combining male
and female values (it is this model which is
applied by those male directors who have
themselves evolved in their approach).
The dominant HR literature suggests that
the ideal manager of either gender must
henceforth be able to blend the male
skills (charisma, leadership, impartiality,
decision making capability…) with the
female (relationality, empathy, listening,
organization, knowledge…): Does this lead
to a blended model incorporating the
female quotient? (5)
...
Summary, objectives
(2)
W. Pollack, Real Boys New-York, Henry Holt and Company, 1999 R.F. Levant, K. Richmond “A Review of Research
on Masculinity Ideologies Using the Male Role Norms Inventory”, The Journal of Men’s Studies, vol 15, N°2, March
2007, PP.130-146. Cf aussi M. Kimmel, The Gendered Society (New-York, Oxford Press University, 2004).
(3)
D.L. Collinson, J. Hearn, “Breaking the Silence on Men Masculinities and Management” in Men as Managers, Managers
as Men, Critical Perspectives on Men, Masculinities and Management (London Sage, 1996, PP. 1-24).
(4)
V.L.Brescoll,E.L.Uhlmann,”Can an Angry Woman Get Ahead? Status Conferral, Gender and Expression of
Emotion in the Workplace”, Psychological science, vol 19,N°3 (March 2008)p .268-275.
(5)
“Le quotient féminin de l’entreprise, question de dirigeants [The female quotient in the enterprise,
a question of management], éditions Village mondial, Agnès Arcier, 2002

...
6
SUMMARY, OBJECTIVES AND METHODOLOGY BEHIND THE STUDY
Methodology
After a review of the academic literature
(see bibliography) that gave rise to the
development of a number of assumptions
about the complicated relationship
women have with power, a qualitative
study was conducted in order to support
or invalidate these assumptions. Once
analysed, these interviews were the basis
of a Collective Workshop with Women’s
Networks, comprising of Executive Business-
Women, in order to further develop
an accurate analysis of the study.
The subject rests a taboo: for many of
women, power has certain connotations.
For those who have strong aspirations,
there is a fear and/or the desire to do
things differently … It is this possible trend
that particularly interests us : women, now
known to be more numerous in positions
of power, will they do something else?
The study draws its’ primary research from
the testimonies of Board Members who, by
appointment, or because of their position,
hold a position on a Board of Directors
or a Supervisory Board. The choice was
made to interview two Executive and non
Executive Board Members because their
mission are different: supervision or action.
Women from the political scene, as
well as Senior Public Servants were also
incorporated into the study to provide
a different perspective. The study was
conducted partially in France, mainly due
to the recent legal intervention, which has
been hailed as rather comprehensive in
terms of the evolution of diversity initiatives.
The study was also conducted in Europe
and in other countries world-wide, in order
to identify the extent of a cultural bias
when it comes to power and its attributes.
A qualitative questionnaire was used to interview 49 women
from different population. The two main groups are either Board
Members or Company Directors, both in France and Abroad.
> Board Members and Company Directors in position in France
> Board Members and Company Directors in positions Abroad
> Candidates in power (collective workshops)
> Senior Civil Servants and Politicians
> Experts
Finally, Collective Workshops were conducted in order to discuss
and reflect upon the findings of the study based upon the individual
interviews. These two workshops were held by the Alumni of the
Programme Women Be European Board Ready and Gouvernance et
Equilibre (ESSEC, France), and the Women’s Network WIL (Europe),
in order to further enrich the analysis of study before publication.

WOMEN AND THEIR RELATIONSHIP TO POWER : STILL A TABOO OR A NEW CORPORATE GOVERNANCE MODEL? 7
LIST OF INTERVIEWS 4
France
>01 Anonymous 1
Board Member of
numerous french
large companies.
>02 Anonymous 5
Board Member of
numerous french
large companies.
>03 Nathalie Balla
CEO of La
Redoute (Redcats
Group).
>04 Agnès Bricard
Founder and
President of the
Accounting Firm
Bricard, Lacroix
& Associés,
President of
French Public
Accountants’
professional
organisation,
Vice-President
of Club Action
de Femmes.
>05 Barbara Dalibard
Managing
Director of SNCF
Voyages. Board
Member of
Wolters Kluwer
NV, Compagnie
Générale des
Établissements
Michelin SCA,
GlobeCast
Holding SA, and
Michelin SA.
>06 Diaa Elyaacoubi
CEO of
Streamcore
System France.
Board Member of
Ingenico France.
>07 Delphine Ernotte-
Cunci
Deputy CEO of
France Telecom-
Orange, Senior
Executive
Vice President
of Orange
France, Board
Member of Suez
Environnement.
>08 Anne-Sophie
Fauvet Mulliez
Board Member at
Pimkie, Member
of the Decathlon
Foundation,
Member of
the Managing
Committee
of l’AFM.
>09 Catherine
Ladousse
Executive Director
of Corporate
Communications
EMEA at Lenovo.
>10 Colette Lewiner
Chairwomen
of TDF, Energy
Advisor to
Capgemini.
Board Member
of Bouygues,
Colas, Eurotunnel,
Lafarge, Nexans,
and TGS-Nopec
Geophysical
Company.
>11 Sabine Lochmann
General Manager
of Strategic and
Governmental
Affairs at
Johnson &
Johnson Medical
Company,
President of the
Association
Avenir Femmes
Sante, Member
of Women In
Leadership.
>12 Nathalie Mesny,
CEO of Oxybul
Eveil & jeux.
>13 Hélène Molinari
Deputy Managing
Director of
the MEDEF
(Movement of
the Enterprises
of France).
Supervisory
board Member
of Lagardère
Groupe.
BOARD MEMBERS AND COMPANY DIRECTORS IN FRANCE
...

...
8
LIST OF INTERVIEWS
>14 Sylvie Ouziel
CEO of Allianz
Managed
Operations
& Services SE
(AMOS SE).
>15 Laurence
Paganini
Former Deputy
Manager of
Marionnaud
and 3 Suisses.
>16 Stéphanie Paix
President of
the Board of la
Caisse d’Epargne
Rhône-Alpes
(Groupe BPCE).
Board Member
of Natixis and of
Crédit Foncier
de France.
>17 Isabelle Seillier
Chairman of JP
Morgan France.
member of
EMEA Executive
Commitee and
EMEA IB inclusive
Leadership
Council (Diversity
Council), Board
Member of
Europlace Paris
and of AFB,
Danone and Club
Méditerranée.
FranceBOARD MEMBERS AND COMPANY DIRECTORS IN FRANCE
>19 Agnes Arcier
Director of
ADETEF Bercy
(The French
international
technical
assistance
agency of the
Ministries for the
Economy, Budget
and Sustainable
Development),
Founder of the
French Female
Board Members
Association
“Administration
Moderne”.
>23 Ingrid Bianchi
Founder and
Director of
Diversity Source
Manager.
>24 Dunya
Bouhacene
Founder of
Women Equity
for Growth.
>20 Sophie Auconie
Member of
the European
Parliament
for the French
constituency
“Massif-Central-
Centre”, Member
of the National
Council and
Executive
Committee
of “European
Movement –
France”. Co-
founder and Chair
of the Association
“Femmes au
Centre” (“Women
in the Centre”).
>21 Isabelle de
Kerviler
Partner at
Cailliau Dedouit
and Associates,
Financial Expert
for The Court of
Cassation (The
Highest Court
in France),
Counsellor for
Paris (1983-2001),
Member of
the Economic,
Social and
Environmental
Council of
France (CESE),
Vice-President of
the « Economic
Activities »
department.
SENIOR CIVIL SERVANTS AND FEMALE POLITICANS
EXPERTS IN FRANCE
>25 Maryse Dubouloy
Associate
Professor –
Management
Department
at ESSEC
Business School,
Consultant/
Coach at
Réseau Pluridis.
>26 Emmanuelle
Gagliardi
Associate Director
of Connecting
Women, Director
of the magazine
L/ONTOP.
>27 Valérie Rocoplan
Founder and
Director of
Talentis (Executive
Coaching
International).
Executive Coach.
>18 Pascale Sourisse
Senior Vice-
President for the
Land and Joint
systems division
at Thales Group.
Board Member
of Telecom
ParisTech School,
Vinci, Renault
and DCNS.
>22 Marie-Jo
Zimmermann
French Member
of Parliament,
for the Union
for a Popular
Movement (UMP)
party, Vice-
President of the
parliamentary
delegation on
women’s rights.

Europe and Abroad
> The Alumni of the Advanced Certificate Programme « Women Be
European Board Ready » - Thursday 20 September
> The Network WIL - Friday 21 september
France
WOMEN IN POWER (COLLECTIVE WORKSHOPS)
BOARD MEMBERS AND COMPANY DIRECTORS ABROAD
>28 Isla Ramos
Chaves
Executive Director
of Europe,
Middle East &
Africa Business
Transformation at
Lenovo.
(Spain)
>29 Janet Clark
Executive Vice-
President and
CFO of Marathon
Oil Corporation.
Board Member
of Marathon Oil
Coporation, Dell
and NGOs.
(The United
States)
>30 Ai Lian Fang
Board Member
of: The Institute
of Policy Studies,
NUS Business
School, Singapore
Management
University, Public
Utilities Board,
International
Enterprise
Singapore.
(Singapore)
>31 Katherine Garrett-
Cox
CEO and Chief
Investirment
Officer & Director
of Alliance
Trust Asset
Manangement
Ltd.
(United Kingdom)
>32 Anne Gripper
CEO of Triathlon
Australia.
(Australia)
>33 Carina Hellemaa
Partner of
Sagacitas
Finance Partners
Oy. Founder,
Managing Partner
of C.Hellemaa
& Co. Non-
Executive Board
Member of
Swedish mining
company
Endomines AB.
(Finland)
>34 Anne Korkiakoski
Member of
the Executive
Board, Executive
Vice President,
Marketing and
Communication
of Kone.
(Finland)
>35 Gao Lan
Vice-President of
Human Resources
for China, Asia-
Pacific & Latin
America at
Lenovo.
(China)
>36 Kristin Skogen
Lund
Executive Vice
President and
Head of Digital
Services & Nordic
of Telenor Group.
(Norway)
>37 Sally Macdonald
CEO of Oroton
Group.
(Australia)
>38 Galya Frayman
Molinas
President of
Turkey Coca
Cola Company.
Member of
the Women’s
Leadership
Council.(Turkey)
>39 Margareth
Oevrum
Executive
Vice President
Technology,
Global Projects,
Drilling and New
Energy Business
Areas of Statoil
ASA. Member
of the Boards
of Atlas Copco
AB, Sweden,
Private Equity
Company Ratos
AB, Sweden, and
the Norwegian
Research Council.
(Norway)
...
LIST OF INTERVIEWS

...
10
Europe and Abroad
BOARD MEMBERS AND COMPANY DIRECTORS ABROAD
SENIOR CIVIL SERVANTS OF THE EUROPEAN UNION
EXPERTS ABROAD
>40 Gülseren Onanç
Politician, CHP
(Republican
People’s Party) -
Major opposition
social democrats.
(Turkey)
>41 Natalya Sindeeva
Managing
Director of
the digital TV
Channel “DOZH
OF” (RAIN).
(Russia)
>42 Gülden Türktan
President
of Women
Entrepreneurs
Association.
Board Member
of Kagider. She
has served at
the International
Investments
Association of
Turkey four years
as the Board
member and
Vice-Chairman
of the Board.
(Turkey)
>43 Olga Vysotskaya
Partner at PWC,
was a Board
member of
KIT Finance, of
EM-Alliance.
Independent
member of Audit
Committee
of Group of
companies
“Alexander”.
(Russia)
>44 Sandra Wellet
Vice President
of Global Supply
Chain for Europe,
Middle East,
Africa at Lenovo.
(United Kingdom)
>45 Anne Houtman
Head of
Representation
in France at
the European
Commission.
>46 Anonymous 2
Advisor to a DG
at the European
Commission.
>47 Anonymous 3
Head of Unit at
the European
Commission.
>48 Anonymous 4
Director of a DG
at the European
Commission
>49 Carmen Peter
Founder and
Director of EPSO
Coaching.
>50 Thaima Samman
Partner at
Samman Law
Firm, President
of the European
Network for
Women in
Leadership (WIL).
LIST OF INTERVIEWS

INTERVIEW
TEMPLATE 5
ABOUT YOU
1 What do you consider to be the major mi-
lestones in your career?
2 What drives you (what has driven you) to want
to be a Non-Executive Director (become a
Director, enter politics, have a career in the
civil service…)? Do you have (have you ever
had) a particular plan/goal, one which you
hold (held) close to your heart?
NOTE :
To facilitate the exercise :
Numbering 1, 2, 3, 4 of categories :
ADM/ Directors/ Politicianss/ Senior Public Function holders.
As the questionnaire is long it can be flexible in its use, according
to the degree of relevance of the questions to the profile of the
interviewee; the questions dimmed are the most important.
YOUR ROLE ON A BOARD
6 How do you conceive your role and mission?
(2,3,4) What is the most difficult?
7 Are you confronted with short or long-term
opposition and how do you deal with this?
8 Do you consider yourself as the guardian of
the sustainability of the company?
9 Doyouthinkyoucontributetochange?Arethere
anychangeswhichyoufeelmorestronglyabout?
(The objective is to see which level of impor-
tance is placed on Corporate Social Responsi-
bility, long-term control, ethics, prompt on these
subjects if necessary).
10 Do you find decision making hard? How do
you make your decisions (alone, collectively,
advisors)?
11 Who do you represent if you represent
someone?
A How much autonomy do you have in deci-
sion-making?
B Do you align consistently with certain individuals
or groups on a Board? (We are exploring the
ability to judge and make decisions autono-
mously in relation to authority and hierarchy).
(1,3,4)
WOMEN ON BOARDS
3 Which elements favour (facilitate) the entrance
of a woman into a Board? (1)
A What role does the law play in the quotas for
women in Boards?
B How much influence does the professional
background/expertise/participation in an Exe-
cutive Committee have?
C Are there any external factors which have
helped (quotas in politics?)?
D What are the obstacles?
E To what extent have your skills, expertise,
background, academic qualifications hel-
ped? (2,3,4)
THE ROLE OF WOMEN ON BOARDS
4 What do you believe is the role of a Non-
Executive Director? (The idea is to obtain an
explanation of the different roles, and prompt
if some are “forgotten”. The goal is to obtain
a general response, before going into detail.
Goal is to ascertain views on the relationship
between control and vision for the future).
A Which one is the most important to you? Why?
B Which one do you enjoy the most?
C Which is the most difficult? Why?
5 In general are you more a woman of action
or reflection? What are your thoughts on the
role of a CEO/Director in relation to action
and reflection?
...

...
12
INTERVIEW TEMPLATE
PARTICULAR FEMALE QUALITIES
12 Do you think women have particular quali-
ties? Generally they reply no but when they
talk about the way they do and say things,
they point out that women are more this or
that (communication, sensitivity to human
beings, rejection of open conflict, negotia-
tion, courage, team spirit.…). If yes, what are
these qualities?
13 Do you think the fact that you are a woman
has any effect on your role or your stature?
14 Has the fact of being a woman led you to
make certain decisions or choices (including
personal or career choices)?
SIGNIFICATION OF TERMS
15 What do the following terms mean to you:
power/give example from your professional
life ; authority/give example ; politics/give
example influence/ give example; courage/
give example? Are you able to distinguish or
find a link between them? This will facilitate
the responses a little to this difficult question.
Often they will find it difficult to explain the
difference... It is important that they give
examples as this helps clarify ideas. Don’t force
them to want to provide «the right definition».
We are more interested in their personal in-
terpretations. Try to identify implied positive
and negative connotations. (This is the most
important question).
16 Do you think power isolates?
A What is the link between power and responsi-
bility?
B Which are the limits to power, legal or moral
rules, which affect the exercising of power?
WOMEN & LEVEL OF IMPORTANCE OF ASPECTS
17 Which means do women (more particularly)
have at their disposal to influence the positions
of those around them?
18 What is the importance of the formal and
the informal?
19 The role of being connected/networks? Al-
liances?
20 Does complicity/solidarity among women
exist?
21 Is there sometimes competition?
22 The relation to the Director (Managing Director,
President, Party Chief)?
23 What importance do rules have in an orga-
nisation? (1) Within a Board?
24 Are there any (rules) which you adhere to
particularly? Which ones?
25 Are there any rules which are not respected?
Which ones? Why in your opinion? What is
your reaction?
26 What significance does a company’s ethical
behaviour have for you? (1,2)
27 Where do you stand concerning a conflict
of powers?
28 Do you sometimes have the impression of being
in a position of resistance by for example being
opposed to a decision or to other members of
the Board (1), the Directors (2), the Party (3),
your hierarchy (4)? If yes, on which occasions?
On which points? What happens in general?
29 Power and courage, what does that evoke?
A Do you think that the current system (broadly
speaking) does not sufficiently value courage
(dilution of responsibilities)? Being in a position
of power (2,4) or decision making (1,2,3), or of
making recommendations (1,4)
B What would you like to change in the system?
ANY OTHER COMMENTS?

EXTRACTS(6)
FROM THE STUDY 6
Do not compromise in what you believe in! Shawqui Ghanim
«Companies tend to obfuscate the processes
of power and desire that they encounter.... To
speak of power is to raise… the possibility of the
arbitrary. Additionally, they would prefer the more
neutral term authority, which also includes the
idea of legitimacy. However, the company is, in
fact, a place of both societal and social power,”
(Eugène Enriquez, Games of power and desire
in the company (7)
).
Since more and more women have been brought
into positions of power within companies, there
will henceforth be numerous challenges to the
presence of women in boards (administrative
councils but also executive and directors com-
mittees). The initiation and progression of gender
diversity now raises questions about the exercise
of power. These women, do they have a different
relationship with power than men? How do wo-
men grasp the notion positions of power? Is there
a correlation between gender and the question
of power? Do women have the opportunity
to position themselves differently, and hence
to promote different values, other managerial
practices? Does this lead to a blended model
incorporating the female quotient (8)
?
What is the relevance of a theory of existence
of a gender dimension? Some refuse to attribute
specific qualities or behaviors to women, even
while the dominant HR literature identifies in the
female gender a style of leadership, or intuitive
and moral qualities that are different (9)
. Is there
thus a different approach by women to power? If
access to power is accomplished within a model
that remains masculine, how do women express
this paradox in their approach to power?
INTRODUCTION :
GENDER AND POWER, IS THERE A QUESTION?
QUESTION : ARE QUOTAS OF UTMOST IMPORTANCE?
((is a legal ‘boost’ necessary, or do good business practices suffice)
ANSWER YES NO NO ANSWER
TOTAL 49 29 12 8
FRANCE 26 19 4 3
ABROAD 23 10 8 5
(6)
The full text study will be treated in a subsequent academic publication, which will further develop the
technical aspects relating to questions of gender equality and the functioning of boards.
(7)
“Comités Executifs -Voyage au coeur de la dirigeance,” [Executive Committees—Journey through
the heart of management] collected works published by Eyrolles, 2007, p.166
(8)
“Le quotient féminin de l’entreprise, question de dirigeants [The female quotient in the enterprise,
a question of management], éditions Village mondial, Agnès Arcier, 2002
(9)
“Grandir comme dirigeant” [To mature as a manager], Louis Dugas, in Voyage au Coeur de la
dirigeance [Journey through the heart of management], février 2007, Eyrolles.

WOMEN AND THEIR RELATIONSHIP TO POWER : STILL A TABOO OR A NEW CORPORATE GOVERNANCE MODEL?14
...
EXTRACTS FROM THE STUDY
Quotas or not, opinions and legal regulations
differ among different countries, however it is a
fact that these regulations can have a powerful
ripple effect : The law (in France or in Norway)
legitimized their desire to position themselves as
potential board members «because after all,
we must find women, so why not me?» The law
uncomplicates the possibility of «going there,
because the path has been made possible»
I Bianchi. Legal intervention is a «Necessary evil,»
according to MJ Zimmermann.
“Quotas, by putting legal constraints, forces
entities to think about gender issue even when
they despise the issue and to put in place pro-
cesses to identify females’ talents when they
don’t. Because it doesn’t give the choice, it also
allows the development of a process that puts
into question one‘s vision of what leadership is.
It also forces male leaders to think out of the
box on what a company needs at each level of
their company and in particular at the top level.
As they need to find women, they’re forced to
modify their criteria of leadership (ex: time spent
at the office, brutal behaviour often confused
with leadership…)”, T. Samman.
It became interesting to explore women’s rela-
tionship with power so as to determine whether
and to what extent POWER still remains a QUASI
TABOO. The objective of the study is to identify
how women gain access to power, or having that
access, are confronted by it; how they perceive
it and how they put it into practice… A review of
the literature permits the establishment of certain
initial hypotheses (see the main references in the
full text publication), whereas a qualitative study
conducted on focused interviews has made
it possible to complete them. The study was
conducted on about fifty women in positions of
power, and completed during group sessions (cf.
Document 2 “Interviews”).
Validating gender diversity: stereotypes and
impediments to the access to power
The assumption that the collective intelligence
of the group is increased(10)
when women rise to
positions of power requires that they retain their
“specific” qualities. However, western culture
imposes a “male” model which dictates certain
types of behaviors (11)
, conditions the relationship
with power at the heart of the organization(12)
and
creates stereotypes (13)
, by default concerning
women and power (14)
).
A study conducted by the IMS-Undertaking for
the City, on 908 managers, both women and
men, corroborates the existence of gender ste-
reotypes: For 44% of men managers and 51% of
woman managers surveyed, men and women
would have different professional skills. Men
would represent authority and leadership, wo-
men listening and empathy. These stereotypes
therefore represent an impediment for women
when projected onto positions of power. Thus,
women would have a more complicated and
less obvious relationship to power.
Mix and risk of deviance linked to the posture
of minority
What’s more, HR studies establish that the “mi-
norities” within a dominant group are subjected
to rejection or avoidance (Moscovici Serge,
1996). As a result, there’s a risk that minorities
will attempt to conform to the majority group,
in this case adopting masculine norms. In fact,
women managers are poorly perceived, espe-
cially when they become more masculine. The
previously cited study established that for more
than half the polled managers, the women who
manage to achieve a highly responsible position
end up behaving like men. “This denial of their
feminine identity can have psychologically ra-
vaging consequences” (Claire Chevalier and
Soraya Khadir) (15)
.
(10)
Woolley, Chabris, Pentland, Hashmi and Malone, Evidence for a Collective Intelligence Factor
in the Performance of Human Groups, Sciencexpress, 30 septembre 2010.

1/ AN AMBIGUOUS
RELATIONSHIP WITH POWER
1.1. The ambition to have a power “to act”
rather than power for its own sake
Work done on management identifies that male
norms tend to lead to a quest for power for
power’s sake – the power to “be,” compared to
a “feminine” power model to “act”. In “And what
if women reinvented work? (16)
” , Cristina Lunghi
affirms that one must not believe that women do
not appreciate power, but that they like it so they
can get things done, rather than for its external
show, or just to have it. “The attributes of power
for men are status, the signing power, and formal
prerogatives. Women give precedence to free-
dom of action, decision power, and the ability
to get things done”. «Women tend to associate
power with all its’ negative aspects: rejection,
force, personal gain, loneliness, conflict, autho-
ritarianism, abuse of power,» I .Bianchi.
1.2. A career not motivated by or
necessarily based on the attraction of
power, but rather influenced by the desire
to do good
The great majority of women actually state that
they do not build their career in connection with
an aspiration to power.
“No career plans, because it is an ‘impediment to
freedom’”, “I have always done what I loved”, “I
(11)
W.W.Pollack, Real boys, (New York , Henry Holt and Company, 1999R.F. Levant ,K Richmond, ”A Review of Research on
Masculinity Ideologies Using the Male Role Norms Inventory” ,The Journal of Men’s Studies vol 15, N°2(March 2007)p. 130-146
(12)
D.LCollinson, J.Hearn, « Breaking the Silence, on Men Masculinities and Management”, in Men as Managers,
Managers as Men, Critical Perspectives on Men, Masculinities and Management (London Sage, 1996, p.1-24)
(13)
A stereotype is an ensemble of beliefs relating to the characteristics or attributes of a group. It is
natural, positive or negative, not necessarily wrong, and can be personal and/or shared.
(14)
V.L.Brescoll,E.L.Uhlmann,”Can an Angry Woman Get Ahead? Status Conferral, Gender and Expression
of Emotion in the Workplace”, Psychological Science, vol. 19, N°3 (March 2008) p.268-275
(15)
Les stéréotypes sur le genre, IMS-Entreprendre pour la Cité, mai 2012.
(16)
Et si les Femmes réinventaient le travail », Cristina Lunghi, présidente d’Arborus, Éditions L’Organisation, p.201
QUESTION : DO WOMEN DELIBERATELY PLAN THEIR RISE TO THE RANKS OF POWERFUL
POSITIONS?
TOTAL 49 9 29 11
FRANCE 26 4 15 16
ABROAD 23 5 14 4
have let things come all along my path. I let my
instinct and my desires guide me, I have always en-
deavored to have fun in my successive positions”,
“I trust on Carpe Diem; if you do your work well,
new possibilities will occur”,
“Frankly, I have never had any particular plan/
goal for my career. I have been convinced that
if you deliver properly on your plans new exciting
challenges will come up”,
“The only goal I had when I started my career
was to become an executive. Once I got the
executive role, I didn’t worry so much about my
career and was more focused on helping others
achieve their career aspirations through coaching
and mentoring”,
But wanted to or were willing to contribute:
“The enterprise… should in a country such as ours
regain its [letters of] nobility. I wanted to participate
in the work of (re)construction,” S. Lochmann.
«The notion of commitment is important for many
women; being able to participate in a collective
initiative, and to diversify their activities” I.Bianchi.
“To have more positive influence in the world and
to make a significant contribution,” C. Peters.
“I never drove to become an ED as a clear game
plan, only looked for the opportunity to have a
position that would allow me to influence and
develop people independent of which position I
could do that from,” I.Ramos Chavez.
...

1.3. The battle for power, a masculine
reality that women confront with difficulty
Women and ambition, a relationship with
connotations
Ambition still carries different connotations for
women than for men: “There are mechanisms that
are in motion. Unconsciously, one gives different
connotations to adjectives, depending on
whether they qualify a woman or a man,” as is the
case for “ambitious, seen as more favorable when
referring to a man than a woman,” Dominique
Maire (17)
. A woman in a position of power is
almost instantly “scrutinized,” not only for her
capability to manage, but also specifically for the
manner in which she will use her power. Jacques
de Coulon, philosopher, states “in a society still
very marked by the male paradigm, a woman is
a threat”. “I don’t like the stereotype according
to which a woman has a lower preference for
competition, because it is not true; but a woman
who likes competition and makes it known seems
strange,” V.Rocoplan. “Another obstacle is that
women often say no to new challenges. There
exists an obvious lack of ambition”.
More or less disguised opposition to feminine
authority
«Women are appreciated and kept in the role
of number 2, but denigrated as the number 1”.
As an Assistant General Director, woman may
not be subjected to specific treatment – until
she moves up to the role of General Director!,”
E.Gagliardi. «Initially, it is to be accepted, to be
heard ... to stand-up against the predominantly
male group. After that, we must keep on track; not
be swayed or manipulated, stay true to oneself,
and be prepared that others may oppose our
views. » I.Bianchi. «The career in large consulting
firms involves an ongoing war for power» ... «The
higher you climb, the rarer the positions, and
the fiercer the violence» Armelle Carminati-
Rabasse (18)
. “We live in male power place...
Women are not naturally considered as potential
leaders by male CEOs, because they are still
driven by criteria based on “manhood” values
and reflexes to promote what resembles them
(ie alleged male behaviour of strength). In this
context, Women not matching the dominant
male idea of leadership...assets to be identify as
potential leaders ...male colleagues with “natural”
i.e. brutal skills”, T.Samman
...
(17)
Femmes d’Altitude [Women with attitude], Sylvie
Gilbert, Les Belles Lettres, mars 2012, p.73
(18)
Note 11, p.73

...
2/ AN APPRENTICESHIP
SEIZING POWER THROUGH COMPETENCE
IN ORDER TO EXERCISE IT DIFFERENTLY
2.1. A troublesome access to power
A price to pay: loss of serenity
When you aim to be a leader, you must accept
that there will be a human cost, that you must
accept blows and betrayal… There is a price to
be paid in order to achieve a position of power.
What’s more, power can create an addiction
linked with adrenaline and a narcissistic pursuit.
However, a woman’s perspective on power is
different. The women interviewed indicated that
they had sought power in order to achieve self-
realization by means of a collective project, as
part of a quest for meaning. Women in power
therefore experience particular challenges to
their very identity – remaining a woman while
taking on a man’s responsibilities results in a
fundamental ambivalence.
«Women sometimes think that power comes at
a high price and it will not make them happy,
which is why some women, in a preventative
measure, relinquish power I.Bianchi.
A power that isolates
Power isolates “Enormously, which is what I
hate”. “Power isolates, as when one exercises
power on makes decisions alone. One is the final
decision-maker. The responsibility for the decision
is singular”, Anonymous 1. “Yes, it isolates. The
manager is surrounded by quality teams, but
decisions are made alone. One has to have
the capability to resist the courtiers”. « Power
isolates, of course, and the risk is that it may
lead to a deeper but narrower perception of
reality. This is why those in power need to avoid
surrounding themselves with acolytes and yes-
people”, Anonyme 3 . “Of course power isolates,
but less for women than for men as they are less
carried away by power games”, I. de Kerviler.
“The vast majority of people that I coach face
this isolation,” C. Peters
Fear of, hate for, or simple lack of interest in
power games
From a fear of conflict or simply the feeling that
it is useless and that it is possible to proceed
differently, women seek mediation rather than
confrontation, without however hesitating to
assert their position (or opposition).
“It can be a waste of time”. “Concerning power
conflicts, I try to understand the position of others,
I express my own, I try to bring both of them to
the forefront in the best interest of the company”.
“Rather than being in conflict, I prefer to take
the position of arbitrator”. “I have already stood
up against a decision, and note that courage
is of greater importance amongst women in
QUESTION : DOES POWER CREATE A FEELING OF ISOLATION?
TOTAL 49 29 14 6
FRANCE 26 21 4 1
ABROAD 23 8 10 5
this regard, with the capability to challenge
and confront a company’s position”. “I do
not try to avoid battles… I have been known to
strongly express disagreement when decisions
went against my values. In such cases… I try…
to use argument, to convince, and to find allies,”
A.Bricard. “To decide is to make choices, it is to
arbitrate, and also to eliminate or give up other
solutions. It is sometimes also to oppose a group
or current opinion, and one needs to be capable
of resisting influences and pressure from others,”
C. Ladousse. “One must know how to stand-up
for ones views when it is for a good reason”,
MJ.Zimmermann.

... “I would like to avoid conflict of powers by
anticipating events but sometimes a little conflict
is needed to create positive tension as long as
its handled appropriately”, I. Ramos Chavez.
“I’m among the lucky ones who can play with
men’s rules (no reluctance to talk loudly, strong
voice, no shyness to express opinion while political
enough to know what I can or cannot afford to
do). I usually engage into a fight when I think it
is important. I also learned to choose my fight
according to the level of importance (you can’t
win all battle or even put energy in everything).
I can fight hard”, T. Samman.
QUESTION : DO YOU FEEL AT EASE WHEN CONFRONTED WITH A SITUATION OF CONFLICT? DO
YOU DEAL WITH THE SITUATION EASILY?
TOTAL 49 20 14 15
FRANCE 26 13 8 5
ABROAD 23 7 6 10
2.2. A POWER THAT CAN BE TAMED
“A taste for leadership… their conscience…
that of which they are capable is revealed
progressively… while at the same time they feel
their skills and their self-assurance consolidating,”
Sylvie Gisbert (19)
. Let us also quote Anne Cécile
Sarfati and Hervé Gattegno: “it seems that women
who have achieved positions of power exercise it
with pleasure, and they allow themselves to ‘speak
of it freely, to explain what suffering… doubts…
of mixed pride are made their victories’… They
admit, without downplaying their distress and
frustrations, … admit to their fragility” (19)
.
The phenomenon of rarity
The risk of male assimilation. The male environment
on which they must impose themselves often
forces women to “cross the line” of their
authority, … go against their nature, showing
themselves as tougher than they really are, or
than they would want to be, Sylvie Gisbert (21)
.
To which some have learned to resist. Women
freely evoke female characteristics that they
regard as qualities. The issue is therefore to resist
the dominant peer pressure in order to preserve
and to develop her special attributes. “Follow your
inner impulses, do not let yourself be influenced
by the social point of view,” Nathalie Mesny (22)
.
«Women approach power differently to men: for
women, it is more of a capacity to create, to do,
to act, rather than to have a power over others.
Power is a way to act for the common good, to
make progress I.Bianchi.
...
(19)
Note 14, p.35 (20)
Note 11
(21)
Note 14, p.74 (22)
Note 14, p.XV

“Feminine” qualities cited by the
interviewees…
Greater ability to listen, capability to more
completely analyze subjects, and a middle of
the road perspective.
A perception of the concrete, motivated by a
common interest, daring to ask questions (of HR
specifically), keeping their ego out of the way
More intuitive, more informal
More collective, using less unverifiable assertions,
more courageous, more able to think freely
more pragmatic, to the point, not caught in role-
play, sincere, conscientious
It’s difficult to generalize, but women are generally
more frank, more pressured and more caught up
in the action. Women work very hard.
Women do things for the company and not for
appearances. She has a real concern about
making things move forward, they are less into
politics and their personal positioning. They bring
more objectivity and sense of the practical.
Women are idealists and impassioned.
Less tactless, more preoccupied by the power
to achieve results
S. Lochmann : Numerous psychological studies
demonstrate that the male and female brains
work in different ways… Qualities: sense of
communication, sensitivity to the human aspect,
rejection of open confrontation, negotiation,
courage, a sense of the collective
A. Arcier : Capable of cooperation and
compromise, better ability to anticipate through
listening and intuition, better sense of the concrete
S. Auconie : pugnacious, loyal, they defend the
“cause”
I. de Kerviller : listening ability, practical sense
M.J Zimmermann : Women make their decisions
with more perspective, having weighed-up things
E. Gagliardi : responsible, in search of the concrete
A. Bricard : Women have by necessity a better
ability to listen since in their feminine culture they
have learned to “listen” to the man (the father, the
husband, the son), they have a greater capability
to challenge their perceptions as they have a
TOTAL 49 36 7 6
FRANCE 26 18 6 2
ABROAD 23 18 1 4
QUESTION : DO WOMEN HAVE PARTICULAR/SPECIFIC QUALITIES OR ATTRIBUTES?
...
less developed ego. And finally, since they place
the general interest above their own, they are
less career-oriented, less calculating, they don’t
hesitate to tell the truth even if it may be upsetting.
I. Bianchi : It is primarily the attitudes and traits of
women that are different ... their minority position
and the deep feeling they may never be up to par
has led them to develop strategies to overcome
the challenges, as well as the development of
certain traits: more humble, perfectionism, better
ability to challenge, team player. Women are
more caring, generous, humble, pragmatic,
rigorous, more human, better listeners, more
innovative and less conformist, more connected
to their emotions, less cynical, less impulsive.
C. Ladousse : … Emotion, often perceived as a
weakness, can be a strength if one knows how
to master it in order to channel one’s energy
and develop empathy in one’s relationship with
others. It is through emotions shared about values
that one can also guide and convince a team,
instead of relying only on the power of ideas.
Anonymous 2 : Women are more practical than
men; they can organize and implement things
in an efficient way, often, they possess more
‘emotional intelligence’ than men, they have
a high degree of commitment, they are more
‘straight-forward’ in inter-personal relations; they
do not pretend to know everything.
C. Peters : not necessarily by genetics, but more
by education and cultural roles that are entrusted
to them, which…give them particular ways of
thinking, considerations, interest, life positioning.
I. Ramos Chavez : higher levels of empathy,
capability to relate many things , more prone
to be able to work out flow of things (more
comprehensive end to end view, higher focus
on team success
Women are often more sensitive, emotional,
self-aware and self-critical. There is much self-
reflection and self-analysis.
A woman tends to be more easily multidimensional
and reflective, whilst men tend to be more directly
goal-oriented, unilateral.

... Men & women are different. Approaching
qualities & characteristics are different. Women
are more considering/ teamwork/ less aggressive/
more eager to deal with conflicts. Women bring
different opinions.
But, as M. Dubouloy warns: “be wary of
stereotypes!”, as well as V. Rocoplan “I prefer to
talk of male and female polarities”, and others
who do not see any differences between female
and male qualities.
T. Samman : I found this question pretty dangerous
as it usually justifies discriminations based on
respective male and females skills and talents. It
usually justifies male promotion and women are
allegedly more “altruist, patient, understanding”
while men are more pushy and manage to get
rewarded more quickly.
Anonymous 1: I can’t think of any differences
between men and women that I would like to
put forward
Anonymous 5: No, when faced with power, Men
and Women are the same; there is no “personality”
typically male or female.
There is no such thing as Feminine Management
style or attitude. The behavior, the style, both
depend on the personality and the experience.
The gender is just an aspect of Diversity, as is
Nationality. When they take the floor, women
are perhaps more in control and focused on
the topic, since they are more focused on the
basic subject matter, and more concrete; they
always do their “homework” well before the
administrative councils.
Anonymous 4: Not really, I believe we all have a
certain set of qualities not always connected to
the sex if we have been raised in an equal manner.
Sometimes women are better communicators.
The reliance on skills provides legitimacy
“Past professional experience and expertise play
a very important role in acquiring legitimacy
that does not depend solely on quotas. Women
are often judged on their experience and
‘accomplishments’, whereas men sometimes
have the privilege of being judged on their
potential. Women have no room for error”. “I was
always chosen based on my skills”, Anonymous 5.
“Women are often more precise in the knowledge
of their portfolios”. “For me the most difficult
aspect is to have been selected as part of a
quota in a parity list… It means that one is not
legitimate, and has to prove one’s legitimacy
twice as much as anyone else”, S. Auconie. “But
a woman can’t rest on her success – she has to
perform and show up her skills all the time”.
2.3. Power, control, authority, influence:
intertwined concepts
Intertwined concepts and connotations
The interviews show that representations of
power are rather vague, and that establishing
the differences between concepts of Power,
Authority, and Influence are far from obvious for
most of the interviewees. What’s more, in most
cases, each of these concepts is seen rather
negatively. For example, Power is associated
with abuse of power and, when seen as such
is not interesting to women - “Politics: it’s the
dynamic around obtaining power/influence. It
usually has a negative connotation as I would
associate it to complicated dynamics to obtain
a simple objective but I recognized this is a very
negative aspect of it ,” I. Chavez Ramos. Authority
is equated with authoritarianism. “Power and
Authority are generally seen by Men as linked.
(Authoritarianism) – Women link Power and
Influence (Conviction)” In the same way, the
capacity to influence is viewed as an influence
exercised “under cover” or as a pressure. However,
influence is a powerful indirect force acting on
the decision-maker – in an administrative council
the administrator influences; in the political world
it’s the “eminence grise” who does so.
(Politics – see below)
Leadership
However, certain interviewees dared to distinguish
the differences between leadership and power?
“Power is the capacity to do or to decide…
Authority is the capacity that one has to impose
directions or to give instructions that are followed
naturally… Influence is the capacity that one
has to impact a decision even though one
doesn’t have the power to make this decision,”
S. Lochmann. “AUTHORITY must come naturally,
based on trust, respect and conciliation. It is tied in
with competence, communication, transparency
and trust. It has to be exercised with courage, as
it is a beautiful value that needs to be developed
in society in the larger sense”. “I honor authority
if it is responsible authority. Power is used when I
have a crisis situation; otherwise using power is not

...
...
good in our culture”. “The following terms: power/
authority/politics/influence cannot be dissociated,
they represent a whole that Anglo-Saxons call
‘leadership’,” A.Bricard. «These concepts are
interrelated: power given or conquered manifests,
we gain authority by the legitimacy of our views
and actions, and then we can influence and
have the ability to lead,» MJ Zimmermann.
Power and the sense of responsibility
All the interviewed women share an acute sense
of responsibility. It is a characteristic trait found in
their responses. “I would like to see the concept
of accountability spread wider to more levels
of the organization,” I. Ramos Chavez. “Power
should be linked to responsibility as power is the
capacity to do things which have an impact on
other people’s life. Unfortunately, it is not always
the case”, T.Samman.
This expression of responsibility fans out to three
levels: the duty to participate in the change of
a system of governance (company or political)
that is not satisfactory, the absolute respect of
the rules and ethical principles, and for some
a specific responsibility toward other women,
namely of the younger generation.
A specific responsibility linked to the power to
change things
“One who holds the power also has the
responsibility associated with the decisions that
they make. To exercise power without taking into
account the consequences and responsibilities
is a major risk to the individual and to the
group affected by this power,” C. Ladousse.
“Courage is the determining factor of the role
of Manager”. “Women are more conscious of
their responsibility even if courage is not always
rewarded”, I. de Kerviller. “My role and mission
are animated by a strong conviction; nothing
is more exciting, but also more difficult than to
flush out the sterile patterns so as to replace
them with new behaviors that create value”,
A. Bricard. “Making a decision implies having
courage…(engages)”. «Women are known
for their courage, they dare to confront the
situation, to state things frankly in order to solve
problems, even if there is resistance,» I. Bianchi.
«Women in positions of power (probably due
to the their rarity) feel a special responsibility
to change things,» MJ. Zimmermann. “There
is a very strong link between power and
responsibility as power gives capacity to act ,
influence and decide therefore impacts other
and creates responsibility of actions,” I. Ramos
Chavez. “Increasing power means increasing
responsibility; social responsibility, responsibility
for market, for shareholders, for customers”. “I
think I’m a change agent…I have questioned
things in a different way, brought about new
ideas, and in general maybe stimulated a more
open and reflective discussion about issues. I
dear to challenge some of the status quos”.
TOTAL 49 42 0 6
FRANCE 26 22 0 4
ABROAD 23 20 0 3
QUESTION : DOES POWER CREATE A SPECIAL RESPONSIBILITY, NOTABLY WITH RESPECT TO
LEADING CHANGE? IS COURAGE REQUIRED IN EXERCISING THIS POSITION
OF POWER?
(Power to do something, accountability, commitment to the public
interest, courage to decide)

... A powerful requirement for respect of rules and
ethics
In all the interviews, a respect for rules is emphasized
and acclaimed. The rules, the framework, are
identiﬁed as a means of protection against
arbitrariness, abuses of power of all types.
“The rules impose structure, facilitate relationships,
and set limits. Women have the impression that
rules are constantly broken by an informal logic
of ‘power over’ and not of ‘power of’. They have
suffered from this for ages, which would surely
explain in part why they seek to have more rules
imposed,” M.Dubouloy. “Ethics and the law are
two brakes on the exercise that I am subjected to.
Another dimension which stands out for me, lies in
the general interest and the balance of powers at
the heart of the administrative council… The rules
at the heart of the company are essential and
necessary to proper functioning, to transparence,
to longevity,” S. Lochmann. “Rules are essential,
so one has to overlook the application of the
rules. I am particularly attached to implicit rules
such as honesty and loyalty,” A. Arcier. “The
role of rules in a company is essential. Without
precise rules, an organization does not have
the visibility and security that individuals require
in order to adhere to, and progress towards,
common goals. I am very attached to those rules
related to equality, justice and generosity in the
sharing of results,” A. Bricard. “Integrity constitutes
an integral part of the business model, helps
with the proper development of the company”.
«Questions regarding ethics, governance and
fairness are very important for women, as they
strive for to do business fairly, while respecting the
environment in all its forms,» I.Bianchi. “I believe
in rules based systems, so a lot,” (these rules) are
particularly important: Collegiality, reciprocity and
transparency,” Anonymous 4. “Without rules there
is anarchy and inability to sensible processes”.
“This is of utmost importance. We have to live
as we have predicted in our values and ethical
standards. Zero tolerance to – fraud. The ethical
standards are the foundation of the company
and could represent a ‘company killer’”, “Ethics
behavior is an integral part of an organization. I
expect ethical behavior from hierarchy; leaders
should give the example in ethical behavior:
advancement of staff based on merit; non-
discrimination, equal treatment”, Anonymous 2.
Thus, in an administrative council, where the
power play between the manager and those
that supervise him or her, are complex, the
independence of the administrator, an essential
quality spelled out in all codes of governance (23)
,
clashes with the manager’s desire for power.
However, it has been established that women
administrators resist more readily, especially that
which they what they consider as not conforming
to their convictions (24)
. In this exercise, such
women wishing to maintain their status over
the long term may sometimes have problems
positioning themselves, since their behavior
disturbs the status quo.
TOTAL 49 39 2 8
FRANCE 26 24 2 0
ABROAD 23 15 0 8
QUESTION : DO WOMEN FEEL PARTICULARLY ATTACHED TO RULES AND ETHICAL
CONDUCT ?
(Sense of fairness, morality, sense of protection for rules that protect
against unfairness or arbitrary decision-making)
...
(23)
[As an example we will cite the Recommendation for independent managers of the european
commission], 2005/162/EC of 15 February 2005 (OJ L 52, 25.2.2005, p. 51–63). 11
(24)
Woolley, Chabris, Pentland, Hashmi and Malone, Evidence for a Collective Intelligence
Factor in the Performance of Human Groups, Sciencexpress, 30 septembre 2010.

...
A specific responsibility to be exercised in
favor of women: competition or solidarity?
Notwithstanding the Queen Bee complex, which
probably still exists: « «Solidarity [among women]
is still limited, because the masculine environment
encourages the provocation of jealousy and the
feeding of worries, and women still believe they
are (or should be) rivals instead of supporting
one-and-other», I.Bianchi.
It would seem … that amongst the women having
acceded to positions of power, almost all women
feel now a collective responsibility: when they can,
they are acting for women (25)
, Anne Cécile Sarfati
and Hervé Gattegno. “The women pioneers,
according to their own admissions, have for a long
time worked alone. Being the first allows them to
get all the attention and limelight. According to
collected witness reports, many have fully savored
this period of grace until they got bored with
meetings attended mainly by male homologues.
They have then turned their attention to the
younger generation, to help them progress in
their careers,” E.Gagliardi. «I am disappointed
by the behavior of some women in positions of
power who are not supportive of other women, I
hope this will change,» MJ. Zimmermann. “Does
complicity/solidarity among women exist? Yes
certainly, often and even more than for men, in
particular in the generation under 50 or 60 in a
classic reaction of group with common interest.
It is not of course an absolute rule but it is more
true that the urban legend of women being
the worst enemies of women at least in modern
workplace”, T.Samman. “In all of my actions I
favor the respect of parity between men and
women,” A. Bricard. “I try to treat all employees
well, to favor the advancement of women”. “I
have been very conscious in promoting skilled
women in my organisation. Close to 50% of my
management group is women... Complicity exists,
yes, through network I have been able to bring
forward women that have ambitions and ability
to contribute”.
“Since very early on, I have shown interest in
questions concerning the role of women in the
enterprise, and in the solutions that have to be
implemented to facilitate this equilibrium, and
to give them access to management positions
without at the same time sacrificing their personal
lives”, C. Ladousse.
“I see myself more as an influential woman, a
woman providing openings, than as a woman
in power. In any case, as someone who tries to
move the demarcation lines, to jostle rigidities,
to overcome preconceived ideas,” Véronique
Morali, President of the Women’s Forum . (26)
.
(25)
Note 11 (26)
Note 11, p.310

The answers obtained from the interviews held
throughout the world have not made it possible
to establish substantial differences on a number
of important points. Consequently, these answers
have been integrated during the analysis without
differentiating their geographic origins.
Three poles have stood out which do not seem
obviously linked to geographic zones, but more
to prevalent governance traditions: an Anglo-
Saxon world – a world of socialist origins -- and
a world where the principle of equality between
men and women is still facing a constitutional
citizen battle, with all that repercussions that
such a fight can have for women trying to gain
access to a career.
3.1. An Anglo-Saxon governance mode
Simplified in regard to gender issues, and where
the demands of good governance restrict the
exercise of power, including in the arena of power
conflicts
To have a career, to build it step by step, to have
a clear first ambition, and to build one’s route in
harmony with this ambition seems natural
“Women need to be more assertive and to take
more chances”. “I always thought that I would
become a CEO”. “(I had) a particular plan, YES!
Learning a broad experience internationally,
working with highly competent and interesting
professionals and to bring this experience to
service in my country”.
The awareness of differences is less pronounced,
since the differences are dampened by the
presence of a policy of assumed diversity
“I do not see why women would have different
means than men,” Anonymous 3.
“The fact of being a woman did not lead me to
make certain decisions or choices, absolutely
not,” Anonymous 4. To facilitate the entrance
of a woman into power places:” Merit! Merit!
Merit! Wider recognition based on achievements;
hard work record and networking – to a limited
extent,” Anonymous 2. ”The means (to promote)
should not be different from those applied by
men; apply common sense to problem solving;
listen/discuss/reach consensus in decisions (if
possible); do not be ‘weak’; have the courage
to show determination and face conflict when
necessary” Anonymous 2. “In Finland the female
and male directors are very much equal. I have
never thought of myself as a “female leader”…
Many times other demographics than sex are
more important to the management style of a
team. There are very masculine men and feminine
ladies who are successful. I regard myself as the
one of the team members and do not feel that
I am more feminine or masculine than other
people”.
Indeed, quotas are not given preference as tools
for equality as they seem of little use. The only
reference to the need for change and diversity, or
very simply due to the fact that women represent
50% of the population, would be enough:
“I think the need for change and transformation
usually drives entrance of women in a board. –“I
think quota should not be imposed as it can create
a negative bounce back effect on credibility,”
“The realization that 50% of talent is female,
hence need for female presence to tap into
talent pool.50% of the market (customers) are
women”, I. Ramos Chavez. “First of all, 50% of the
overall (Employment) market place is women. Half
of consumers are also women”. “There is now a
more even sharing of various tasks between the
genders; Market forces should prevail.” “There is a
lot of chat about quotas, I alternate on this point”.
A constructed governance which limits vertical
management
Thus, being in a position of power is not perceived
as causing an inevitable isolation; just as conflict is
better managed, lived as a simple confrontation of
points of view, the governance methods provide
the means to elaborate the required compromises:
3/ POWER,
THE VARIATIONS LINKED TO THE
SOCIO-CULTURAL SETTING
...

“Does power isolate? Not necessarily, misuse of
power certainly does isolate”, I. Ramos Chavez.
“Power does not need to isolate. It is often foolish
to stand alone…There should be a responsibility
to build consensus, to recognize all viewpoints”.
“Not necessarily; there are several examples of
powerful leaders who were at the same time
active team members of the organization they
were leading”, Anonymous 2. “People in power
don’t realize that they don’t have to make
decisions in a vacuum”. “I prefer the concept
of differences of opinion to opposition”. “I am
often in a position of resistance, it’s my role as
adviser or board member to provide such input,
and to defend that position. This is part of the
job as a board member, sparring, making close
remarks”. “I dare to confront things”. “We have
of course different opinions on issues even though
discussions exist. When the discussion is over and
the decision taken, it is over. We align to the
decision and go forward”. “Courage: speaking
up even when it’s not popular”.
3.2. A setting of governance in transition
An egalitarian culture but with a governance
mode that is still authoritarian where the rules
are not all that clear
Most often, in Republics that are, or were
previously, socialist, there is not much challenging
of governance and gender, since women have in
fact had access to power positions in the context
of an egalitarian policy: “In China, there is an
advantage for women to get job opportunities.
Being a woman is not difficult. All opportunities
were open to me. Gender in China has not an
impact on the influence of positions”.
But interviewees have some strongly expressed
questions, and express the desire for change
in the way power is exercised: “Keeping
information in your own hands can often be a
competition matter. I want to open transparency
to everybody,” “Many of my colleagues do not
always share the rules”. “I am more introvert in
situations where the big captains are together”,
“Senior management may have a very strong
view. I try to raise my opinion, try to share my
perspective. If resistance continues, I try to adapt
to the situation”. “Level of understanding of
Corporate Governance Principles, business
culture in Russia are obstacles to (change); a
lot of basic rules are not respected, for example,
undertake responsibility for what you promised”,
“(The current system) does not sufficiently value
courage (dilution of responsibilities), speaking
about Russia – definitely”. “In China the one rule
party system is above everything whatever they
say.” “Rules and processes within the organization
are important, from one point of view. However,
I do not always find it comfortable to comply
with them”.
A somewhat non-egalitarian world where women
are pioneers (even heroes) concerned with the
common good and engaged participants
“I did not have the goal to join a political party
my aim was to help the society by being active
in NGO’s. but when R.T.Erdo an (PM, Leader of
AKP)’ announced that he does not believe in
any Gender Equality… It became inevitable to
become a politician”. “Ethics are very important
to provide guidance and serve as a compass to
show you the right direction. Our ideology and
dreams may deviate our path and therefore we
must go back to referencing for the right way
from ethics”.“When you become powerful you
cannot share many decisions. Too expected to
tell and not to consult much. Envy also starts from
those around you”.
...
...

...
...
3.3. Power in politics, a kind of caricature
A word full of connotations in the business setting
A majority of women avoided the word
[“politics”] , even though they were asked to
define the concept. Those who did define it
rarely associate it with “political sense,” that is
as a quality of a manager of either gender: “To
be political is fundamental to gain influence
(among others, in the administrative council) and
women must develop this political awareness,”
V. Rocoplan. – but often with “hypocrisy” The
word itself creates a rejection. “POLITICS,” it’s a
word that I detest!”. “POLITICS are opposed to
courage, to convictions”. “I hate it, for me it goes
against efficiency, pragmatism, it is Machiavellian,
not sincere. Politics are not rational, they are
dangerous”. “It’s a nightmare for me, it’s there that
women lose out. It is not interesting, it is a battle
of egos”. “Men often have a uniquely political
decoding table, whereas women reflect on it
after the fact. Women are more idealistic, they
take their convictions to heart, while men more
easily endure unsatisfactory and compromising
situations”. «Power and politics combine notions of
manipulation, domination, deceit and violence”,
I. Bianchi. “Politics are games played to gain
power and influence”, C. Peters. “Politics’ has
negative connotations. One should not achieve
success through means that are not right”. “It’s a
negative word for me. I don’t exercise it myself”.
Political power is close to autocracy
Women are still ultra-minorities in politics, a world
dominated by men. They have an idealized
version: «Politics is the science of the city, the
public thing; It is essential to the management
of our societies. Politics are my daily life and my
appetite», S. Auconie. However, it is patent that in
politics the manager is the boss: often narcissistic,
he relies on his vision, and has a particular need
to reinforce his own “self-esteem”. The followers
feed him an idealized image, and to challenge
him could be seen as a crime against his majesty.
Women who are required to be direct have a
particular difficulty in evolving in this kind of setting
where there is no mechanism of governance
capable of moderating the all-powerfulness of
the leader. “In politics, one is constantly resisting,
there is nothing but that!”, S. Auconie. “In politics,
all rules are non-written”, I. de Kerviler. « Politics
should be the best job exercised completely
in the public interest, with a vision of society
in the medium to long term, however just the
opposite has happened. It’s an environment of
constant personal disputes and private interests”,
MJ Zimmermann.
“[The] French system is very hierarchic and formal.
It is like the revolution had never been done [sic]”.
Conclusion: towards a mixed or androgynous
power model versus a change in mode of
governance
Companies can no longer ignore the question of
parity between men and women at the top of the
hierarchical ladder. An implicated reflection over
a better balance in terms of gender has to include
a reflection over the fine points of the exercise
of power. The normalization of women in power
positions, the current evolution in our society with
the incursion of diversity, the development of
new game changing models help to overcome
eventual contradictions in still badly received or
even rejected notions of the power of women.
However, the personal motivation of women
seems to be better adapted to the more flexible
company model required by current evolutions:
- The engine of power gives way in favor of
responsibility, that value of example takes
the baton from speech (“To have a vision…to
communicate this vision, to take the team with
you…”, C. Peters).
-A more emotional way of thinking is more in step
with a humanist leadership, which integrates
rationality and intuition, and takes measured
taking of risks instead of testosterone-based
decisions. The ideal manager of either gender
must henceforth be able to blend the male
skills (charisma, leadership, impartiality, decision
making capability…) with the female (relationality,
empathy, listening, organization, knowledge…):
an androgynous model of power is born – or is in
the process of being born – which requires the
capability of conviction. “In more advanced
companies the moment is approaching where

... men and women working together will open new
trajectories and a different creation of values,”
Marie Boy (27)
. “Instead of forcing women to adopt
male behavior in order to accede to power, why
not encourage men to develop more feminine
types of behavior? This time is no longer for dueling,
but rather for duality”, Rafik Smati (28)
. “A woman
sometimes has a greater capacity to surround
herself with a team that will be able to talk to her,
to tell her what is really going on; decisions made
in the feminine are sometimes more collegiate.”
“There is an obvious complementarity between
men and women allowing them to produce
more profound changes, gently”. “Interesting
to note that Human Resources and leadership
identification academics and experts agree today
that the distributive leadership is proven as the
most efficient (see the McKinsey report Women’s
matter in this regard)”, T. Samman.
It is finally, as has been seen throughout the
interviews, the ability to accept, accompany,
anticipate change which is challenged here:
“Change is a critical part of my role… I feel strongly
about how change is done. A lot of the facets of
companies and corporations have continuous
change so I think it is very important the way in
which we manage change, in order to make it a
positive and productive experience that creates
value for the company and for the individuals”,
I. Ramos Chavez.
Change in the governance model, where the
decision maker accepts to be surrounded with
associates, to be accompanied, and challenged :
“Good leaders, regardless of gender, create an
atmosphere where it is ok to ask for help”. “I
do use a circle of trusted advisors to make my
decision, it’s important to be aware that you
can’t manage a business alone”.
Change of perspective of the business horizon
which integrates perennial governance in
step with stakeholders, and rewards the risks
taken related to change: “Women may have a
longer term view, so give a greater weighting to
sustainability issues over short term advantage”.
“I have engineered change specifically in internal
and external communication, governance and
social responsibility”. “We should have a system
where you are really encouraged and valued
for… taking initiatives, challenging status quos
etc. Trial and errors should be more respected
as a way of learning and operating. E.g. in many
of our systems it’s not wise, nor does it pay off
challenging status quos, and we need people
who do that”. “There is a need to do the right thing
in the long term for employees, loyalty is important.
I would like to do more with the company brand
philanthropically. I believe in long term win/win
business”. “I am strictly focused on a sustainable
development and I am working along different
axes to be sure that we achieve that goal. It is
important to increase value to the shareholders
of the company, but it is also important the way
we do it and how we act in the society”.
*The complete study will further develop the
technical aspects relating to questions of gender
equality and the functioning of boards, and will
be published in near future.
(27)
Note 20, p.194; (28)
Note 20, p.114

T
he Alumni of the Programme were
asked to reflect upon the theme of
« Women and their relationship to
power’ in a brainstorming session on
September 20, with the participation of ‘Le
cercle Gouvernance et Equilibre »
The word « Governance » because it deals with
the processes of power within corporations and
« Balance » is about diversity in terms of gender,
nationality, age and background.
VERBATIMS
“Power does not necessarily cause a feeling of
isolation. It can also be exerted in a collective
manner. It’s typically French, or Continental
(Europe) to have a vertical model of power”.
“One must have courage to express their
beliefs. Women are more at ease with this,
even if they don’t like conflict, and try to avoid
it if possible”.
“It is not that we are afraid of conflict; it’s just
that it is not our way to define ‘leadership’. It
is not an objective in itself”.
“At a certain management level, women have
fought to be able to get to their position. They
have, therefore, developed ‘masculine’ traits.”
Study -
France
Study -
Abroad
Alumni
WBEBR
Study -
France
Study -
Abroad
Alumni
WBEBR
Study -
France
Study -
Abroad
Alumni
WBEBR
Are quotas of utmost
importance? 73% 43% 100% 15% 35% 0% 12% 22% 0%
Did you deliberately build your
career towards a powerful
position?
15% 22% 43% 58% 61% 43% 27% 17% 14%
Does power creates a feeling of
isolation? 81% 35% 71% 15% 43% 29% 4% 22% 0%
Are you at ease when confronted
with conflict? 50% 30% 0% 31% 26% 100% 19% 43% 0%
Do you think that women have
particular/specific qualities or
attributes?
69% 78% 57% 23% 4% 43% 76% 17% 0%
Does power create a specific
responsibility, with respect to
leading change?
85% 87% 100% 0% 0% 0% 15% 13% 0%
Do you feel particularly attached
to rules and ethical conduct? 92% 65% 100% 8% 0% 0% 0% 35% 0%
YES NO NO ANSWER
“We must also recognise certain female
weaknesses: absence of self-confidence, the
‘imposter complex’, the absence of a ‘career
plan’… and, above all, the difficulty that we
experience when needing to delegate”.
“There is a difference between rules (processes)
and ethics. I am rather attached to moral
and ethical codes, but much less attached
the rules that need to exist, but that also need
to evolve”.
“Unfortunately, not all women actually respect
the rules and business ethics. They can be just
as bad as, if not worse, than men, despite what
they preach”.
...

T
he members of the European Network
for Women in Leadership (WIL) reflected
upon the findings of the study in a
workshop held on the 21 September.
All of these women are already involved in
a professional network that strives for the
advancement of women in the corporate
world, which has lead to a strong awareness
of the relationship women have with power,
making them capable of deep reflexion.
VERBATIMS
Role of Quotas
With quotas, we don’t level down, we level
up; quotas enables an increase in the level
for everyone.
Deliberate career building
“I feel that at different stages of our lives, we
change the way we ‘plan’ our careers.”
“We normally start by taking positions without
really thinking of the career consequences,
then, with age and experience, we start to think
more about the way we should be building
our career.”
“I haven’t always chosen the best paid positions.
My job must have a reason behind it: I need to
enjoy going to work, to know that I’m getting
up every morning for a good reason. If not,
it’s hard to stay in a position. I think that one
can certainly be tactical in her behaviour, but
not when it comes choosing her job”.
“Questioning the purpose of a job comes later
in one’s career. For me, it is possible to combine
both: have a clear vision of a possible career,
and at the same time, keep an open mind to
different opportunities.”
Study -
France
Study -
Abroad
WIL Study -
France
Study -
Abroad
WIL Study -
France
Study -
Abroad
WIL
Are quotas of utmost
importance? 73% 43% 83% 15% 35% 13% 12% 22% 4%
Did you deliberately build your
career towards a powerful
position?
15% 22% 13% 58% 61% 75% 27% 17% 13%
Does power creates a feeling of
isolation? 81% 35% 33% 15% 43% 42% 4% 22% 25%
Are you at ease when confronted
with conflict? 50% 30% 67% 31% 26% 4% 19% 43% 29%
Do you think that women have
particular/specific qualities or
attributes?
69% 78% 68% 23% 4% 0% 76% 17% 32%
YES NO NO ANSWER
...

... “If a certain job is ‘useful’, but there is there is
no way to give the job some interest, I will not
take the job.”
“Why do we concentrate on the word «
opportunity », and we don’t mention « risk
taking »? Faced with conformism, risk taking
could also be a promising opportunity.”
“The risk with this type of discussion: is to give
men the argument that “women do not actively
plan their career in an ambitious way”. We
must be careful !”
“In the USA, it’s easier for a woman to say ‘I
am career-orientated’, even if she has gaps in
her CV. In Europe, these gaps are looked-up
in a negative light, but we are not supposed
to say that we are ‘ambitious’”
“I can understand why women at the European
Commission say that they have been able
to clearly build and plan a career – these
institutions are amenable to this sort of “planned
ambition”, however this is much less the case
in large companies.”
Power, and possible conflicts
“If I can, I avoid conflict, but when the moment
arrives that I have to deal with it – I enjoy it !”
“It is not possible to get to a management
position if we are not strategic in the way that
we approach conflict. It would be naïve to
think otherwise.”
“I don’t think that not feeling at ease with
confronting conflict is necessarily a feminine
quality, maybe more of a cultural one, as well
depending on individual people”
“In France, there is potential conflict between
“power” and “collective involvement”, but
there is not necessarily an automatic opposition
– there are examples on Board’s where the two
attributes can work very successfully together.”
“When talking about power, we should take
into account the “women behind the scenes”,
who have great influence.”
“… we should also take into account the power
to annoy” (laughs)
« Feminine » Qualities
“The problem posed when we start to talk
about the different qualities between men
and women, is that, from the outset, we are
defining men and women as different, which
is in fact creating the very difference that we
are trying to avoid”.
“We cannot say ‘ men are like this, and
women like this’ ; we instead need to talk
about masculine and feminine qualities and
polarities – otherwise we risk to stereotype the
sexes, which is not going to help the progression
of gender equality”.
“Women often feel compelled to justify those
choices that are not necessarily inspired by
the public interest”.
Responsibility with respect to leading change
“It has happened that I have taken a position
for the pure reason to lead change in a business
unit, although the rest of the team didn’t want
to change anything. Change is a key point in
a company, but very often, those who have
the power don’t want to lead any change”.
Moving Forward
“We must keep in mind family circumstances.
It is a real issue regarding female career
progression, because there is more pressure
on women when they temporally stop working
(due to having children)”.
“We must quickly work on changing the «
leadership » model, to move on from the old
one and onto a more idealist one”.
“It would be interesting to know what a panel
of men thinks about the results of this study”.
“The financial crisis has changed the way men
conceive power, this phenomenon has given
them some time to reflect regarding the way
they exercise power”.
“We have a responsibility and a role to play
vis-à-vis the younger generations. We have
to help them to be strategic, to embrace
their professional visibility, to become more
employable. We should play the role of a
mentor !”.

Photo couverture : © Lisa Delbarre Bartolucci/LDB MEDIAS; Réalisation maquette Céline Pancrazi pour LDB MEDIAS
Agence de Communication Bilingue 35/37 avenue Paul Doumer 75116 Paris - France

Study CEDE-ESSEC Women and Power- English synthesis

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